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Using Behavioral Science to Improve Well-Being for Social Workers

Re: Ashley V. Whillans

For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being.” Open for comment; 0 Comments.

Can These Business Students Motivate Londoners to Do the Right Thing?

by Dina Gerdeman

In the Harvard Business School course Behavioral Insights, students work in the UK with psychology experts to understand what motivates consumers and workers. What they learn can help businesses of all types, says Michael Luca. Open for comment; 0 Comments.

The UK Needs a Bold Strategy Around Competition to Survive Brexit

by Michael Blanding

There is little doubt that the United Kingdom’s separation from Europe will reduce its competitiveness for the foreseeable future, argues Michael E. Porter. Here's what can be done about it. Open for comment; 0 Comments.

Platform Competition: Betfair and the U.K. Market for Sports Betting

by Ramon Casadesus-Masanell and Neil Campbell

Since the early 2000s, online betting exchanges have had a new relationship with customers relative to traditional bookmakers, providing a platform to match individuals willing to lay and back the same outcome. This study shows how exchanges’ platform design choices have major implications for their likelihood of success.

UK Competitiveness after Brexit

by Michael E. Porter

This paper discusses the UK’s economic performance and policy approach in the run-up to the June 2016 Brexit referendum, analyzes the impact of European Union membership and loss of membership on UK competitiveness, and sets forth a new strategic agenda to enhance UK competitiveness in the post-Brexit era.

How Companies Managed Risk (and Even Benefitted) in World War Internment Camps

by Julia Hanna

Foreign businesses located in at-war countries are often victims of expropriation. Historian Valeria Giacomin explores how German businesses in the United Kingdom and India mitigated risk and even benefitted when their employees were placed in internment camps during the World Wars. Open for comment; 0 Comments.

The Impact of CEOs in the Public Sector: Evidence from the English NHS

by Katharina Janke, Carol Propper, and Raffaella Sadun

To what extent do CEOs impact their organizations? This study finds little consistent evidence of any CEO effect on the large set of production metrics examined in hospitals averaging 4,500 employees in the English National Health Service. This result stands in stark contrast with earlier findings of a CEO effect in the private sector and smaller public sector organizations.

How an African History Scholar Became a Modern Righter of Wrongs

by Carmen Nobel

A scholar of colonial-era African history, Caroline M. Elkins had dramatic success turning prior knowledge into real-world action—namely, with a groundbreaking lawsuit against the British government, which revealed a chillingly bureaucratic process for destroying evidence of torture. Open for comment; 0 Comments.

Making Health Insurance That Consumers Actually Like

Re: Regina E. Herzlinger

By motivating its insurance customers to take care of themselves, South African firm Vitality has expanded to the United Kingdom and China. In this podcast, Professor Regina Herzlinger discusses potential impacts of this model for health care in the United States. Open for comment; 0 Comments.

How Do We Pay for the Costs of Globalization?

by James L. Heskett

SUMMING UP The benefits of globalization outweigh the problems it causes, but James Heskett's readers are far from united on how to the fix human and societal costs. What do YOU think? Open for comment; 0 Comments.

Why Brexit is a Big Deal

by John Quelch

The consequences of Britain's vote to leave the European Union will be far-reaching. John Quelch shares his thoughts on the ramifications of Brexit. Open for comment; 0 Comments.

The Globalization of Angel Investments: Evidence across Countries

by Josh Lerner, Antoinette Schoar, Stanislav Sokolinksi & Karen Wilson

Examining a cross-section of 13 angel groups who considered transactions across 21 countries, this study finds that angel investors have a positive impact on the growth of the firms they fund, their performance, and survival, while the selection of firms that apply for angel funding varies across countries.

Business Groups Exist in Developed Markets Also: Britain Since 1850

by Geoffrey Jones

Looking at U.K. history, Geoffrey Jones finds that groups of companies bound through formal or informal ties can add value in developed markets as well as developing markets.

Kids Benefit From Having a Working Mom

by Carmen Nobel

Women whose moms worked outside the home are more likely to have jobs themselves, are more likely to hold supervisory responsibility at those jobs, and earn higher wages than women whose mothers stayed home full time, according to research by Kathleen McGinn and colleagues. Open for comment; 0 Comments.

Tesco’s Stumble into the US Market

by Sean Silverthorne

UK retailer Tesco was very successful penetrating foreign markets—until it set its sights on the United States. Its series of mistakes and some bad luck are captured in a new case by Harvard Business School marketing professor John A. Quelch. Key concepts include: Entering the US, Tesco deserves credit for creating a neighborhood market approach—emphasizing fresh produce and meats, and good quality but value-priced prepared meals. By not partnering or hiring local executives, Tesco missed the opportunity to learn more about the habits and needs of target customers. Tesco rightly aimed to scale the concept as soon as possible so that fixed overhead investments in its own distribution centers could be spread across a larger number of stores. Perhaps Tesco's original rollout plan was too ambitious, with executives assuming that the company would get everything right on the first try. Tesco has listened to its customers, learned from its mistakes, and made appropriate midcourse corrections. Closed for comment; 0 Comments.